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Agile practices of enterprises in the face of the challenges of digitization

100%

Kocot M. , Kocot D.

Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska

2024

tom z. 195

271--285

Purpose: The aim of the article focuses on identifying the ways in which companies respond to the requirements of digitalization and what actions they take to maintain their competitiveness. Design/methodology/approach: The article presents the results of research conducted in April and May 2023 on a research sample of 303 respondents, aimed at understanding the adaptation of organizations to the challenges of digitalization through agile practices. Findings: The findings underscore the importance of fostering organizational culture that promotes adaptation and continuous learning, investing in digital skills training, embracing new technologies, and enhancing operational flexibility through agile practices. Research limitations/implications: Limitations include the potential lack of representativeness in the research sample, reliance on self-reported data, and the absence of longitudinal data. Future research could focus on expanding the sample size, conducting longitudinal studies, and exploring success factors in agile implementation. Practical implications: Practical implications include recommendations for companies to focus on developing organizational culture, investing in digital skills training, adopting new technologies, and enhancing operational flexibility through agile practices to improve competitiveness and resilience in the digital era. Social implications: Social implications involve fostering a culture of continuous learning and innovation within organizations, which can contribute to economic growth and job creation in the digital economy. Originality/value: This article's originality comes from its thorough analysis of agile practices within digitalization, combining literature and empirical research to offer practical advice for companies facing digital transformation challenges.

Managerial approaches, frameworks, and practices for business model application in public services management in the VUCA environment

100%

Gaule E. , Jovarauskiene D. , Petrauskiene R. , Pravalinskas M. , Rauleckas R.

Engineering Management in Production and Services

2023

tom Vol. 15, no. 3

84--100

Significant gaps in public services management were highlighted when service-dominant logic emerged in services science, resulting in fundamental changes in attitudes. The business model application in public services was initiated by offering public service logic. However, this concept requires justification of its interfaces with management approaches, frameworks, and practices. The VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) environment has changed the existing managerial approach in organisational performance and services management. This paper aims to highlight the key aspects and justify the application of services management approaches, frameworks, and practices (Agile practices, customer experience management frameworks, and the design thinking approach) that coincide with the business model approach in public services management (public service logic) in a VUCA environment. In this paper, the Cochrane Guide to Literature Reviews was loosely followed. The focus was on academic publications and such expert sources as webinars for practitioners. Only publications and expert sources in English were included. The Scopus search engine was used for academic sources. Publications covering at least two of the following domains were included: Customer experience, business model, Agile practices, design thinking approach, public services, and VUCA. The expert sources were selected using purposive sampling when communities of practice were identified by authors with expert knowledge, and the main communication channels within each community of practice were sampled. The analysis showed that public services are defined as public goods that the State’s government commits to deliver in line with public values by applying a customer-centric approach. Integrating the design thinking approach and Agile practices help create customer-centric solutions for the customer experience management framework as design thinking helps understand what to do, while Scrum (one of Agile practices) gives the autonomy in deciding how to do it. Each analysed managerial method contributes uniquely to improving public services management in a VUCA environment.